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| Section | Objectives |
|---|---|
| Topic 1: Procurement and Supply Context | - External business environment
|
| Topic 2: Risk, Ethics and Sustainability | - Procurement risk management
|
| Topic 3: Supplier Relationships and Performance | - Performance improvement
|
| Topic 4: Procurement Process and Sourcing | - Sourcing strategies
|
| Topic 5: Contracting and Legal Principles | - Contract management
|
| Topic 6: Procurement Technology and Innovation | - Innovation in supply management
|
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NEW QUESTION # 123
What is depreciation and deterioration?
Answer:
Explanation:
See the answer in explanation.
Explanation:
When an organization want to purchase an asset, it considers the depreciation and deterioration in the whole life of the asset and how it will be manage.
Depreciation is the reduction in value of a tangible and a fixed asset over time. The purpose of calculating the depreciation of the asset is to give the organization a fair and current view of what the asset is worth at a particular time. Depreciation is a way of converting the cost of an asset into an expense over a period of time.
Depreciation is a permanent feature listed against an asset throughout its life time and it based on wear and tear, reduction in performance and reduction in value.
Deterioration is the process of something becoming lower in quality or performance. The longer the asset can last without deteriorating the better value the asset represents.
* Refer to the question column for response
NEW QUESTION # 124
Explain FIVE Environmental. Social and Governance (ESG) considerations for TechSpark Global when developing its sourcing approach for the new mineral.
(25 marks)
TechSpark Global
TechSpark Global (TSG) is a global consumer electronics company. It supplies 80 markets across four global regions. It supplies directly to electronic goods retailers.
TSG's unique selling point is its strong commitment to sustainable and ethical manufacturing, and sourcing practices in the electronics sector.
TSG has recently identified a new high-efficiency rare earth mineral which significantly improves the performance and lifespan of solar panels. TSG intends to use this new mineral as the basis for a new product range of solar-powered portable chargers.
Potential strong consumer demand exists for these eco-friendly and high-performance chargers, and TSG anticipates fast market growth for the new product. However, the company is conscious that the new mineral's supply base is primarily in countries where ESG issues arise. These issues include labour rights and conditions, environmental degradation due to mining practices, and the safety regulations of mineral processing plants which may also be problematic.
Answer:
Explanation:
See the answer in explanation.below.
Explanation:
4.4 Explain FIVE Environmental, Social and Governance (ESG) considerations for TechSpark Global when developing its sourcing approach for the new mineral. (25 marks) When developing its sourcing approach for the new mineral, TechSpark Global (TSG) must consider ESG risks carefully because the supply base is mainly in countries where labour, environmental and safety issues are known to arise. This is especially important because TSG's brand is built on sustainable and ethical manufacturing and sourcing . OECD guidance for mineral supply chains says companies should use risk- based due diligence to identify, prevent and mitigate adverse impacts linked to mineral sourcing, while ISO
20400 says sustainability should be integrated into procurement decisions and processes.
1. Environmental damage from mining and processing
The first consideration is the environmental impact of extracting and processing the new mineral. The case already highlights possible environmental degradation, and this could include land damage, biodiversity loss, water pollution, waste generation and harmful emissions from mining and mineral processing. TSG should therefore assess whether suppliers have effective environmental controls, permits, remediation plans and monitoring systems in place. This matters because the final product may be marketed as eco-friendly, but that claim would be undermined if the raw material is sourced through environmentally harmful practices. OECD' s environmental due diligence guidance for mineral supply chains specifically addresses these kinds of environmental risks.
2. Labour rights and working conditions
The second consideration is labour standards across the supply chain. The case states that labour rights and conditions may be problematic in the source countries, so TSG should assess risks such as forced labour, child labour, excessive working hours, low wages, discrimination and unsafe working conditions. This is a major issue in mineral sourcing because OECD guidance identifies serious human rights abuses, including the worst forms of child labour and forced labour, as risks that companies should not tolerate or contribute to through their sourcing decisions. TSG should therefore require labour due diligence, supplier codes of conduct, audits and corrective action plans.
3. Health and safety in mines and processing plants
A third ESG consideration is worker health and safety. The case specifically mentions concerns about the safety regulations of mineral processing plants, which means TSG should assess whether mines and processors have adequate safety controls, training, equipment, emergency procedures and incident reporting.
This is important because poor health and safety standards can lead to injuries, fatalities, production disruption and severe reputational harm for TSG. In practice, if TSG ignores safety conditions at supplier sites, it could damage the company's ethical reputation even if the final product performs well. OECD responsible business conduct guidance covers human rights and labour-related harms in supply chains, including occupational risks that companies should address through due diligence.
4. Governance, transparency and anti-corruption
The fourth consideration is governance in the supply chain. In mineral sourcing, governance risks can include bribery, weak traceability, opaque intermediaries, financial crime and poor disclosure of source locations or business relationships. OECD's mineral guidance says companies should avoid contributing to conflict, serious human rights impacts and financial crime through their mineral sourcing practices. Therefore, TSG should build strong governance controls into its sourcing approach, such as supply chain traceability, supplier declarations, contract clauses, audits and escalation procedures. Good governance is essential because TSG operates across 80 markets, so any scandal involving corruption or opaque sourcing could quickly become a global brand issue.
5. Ongoing due diligence and supplier monitoring
The fifth consideration is that ESG should not be treated as a one-off supplier selection issue. TSG should develop an ongoing monitoring approach that includes risk assessment, supplier segmentation, performance reviews, grievance mechanisms and remediation where problems are found. OECD guidance for responsible business conduct says companies should carry out risk-based due diligence to assess and address actual and potential negative impacts in their operations, supply chains and business relationships. ISO 20400 also emphasises embedding sustainability throughout procurement rather than treating it as a separate issue. This is important for TSG because fast market growth could create pressure to source quickly, but that increases the risk of overlooking ESG failures unless monitoring is continuous.
Conclusion
In conclusion, TSG should consider five main ESG issues when sourcing the new mineral: environmental damage, labour rights, health and safety, governance and transparency, and ongoing due diligence and monitoring . These considerations are essential because the company's commercial opportunity depends not only on product performance, but also on maintaining its reputation for ethical and sustainable sourcing. A sourcing approach that ignores these ESG issues could expose TSG to reputational, legal and supply risks across multiple global markets.
NEW QUESTION # 125
Using the case study about Toyata, which type of benchmarking Tada has used when comparing the Toyata with Porsche?
Answer:
Explanation:
See the answer in explanation.
Explanation:
Benchmarking is the process of comparing a function, process or performance with another which is best-in- class. Benchmarking is either internal or external. External benchmarking has three types;
1) Competition benchmarking,
2) Functional
3) Generic
Company Toyota with the Porsche a competition in the same industry and by suggesting that drives will find the cars performances comparable with that of Porsche Cayman sports car, suggest think it is an external competitive benchmark.
* Refer to the question column for response
NEW QUESTION # 126
Create a list of primary and secondary Data sources?
Answer:
Explanation:
See the answer in explanation.
Explanation:
Data can be primary or secondary
Primary data are derived from original work or research through experience. Primary data can be gathered from the following sources; 1) Interview (2) survey (3) meetings (4) case studies.
Secondary data is derived from a previous source, i.e. somebody else has gathered the data. Sec-ondary data can be gained from; (1) Books (2) Websites, Trade magazines, etc
NEW QUESTION # 127
What is the retention of title clause also known as?
Answer:
Explanation:
See the answer in explanation.
Explanation:
Retention of title (ROT) states when ownership transfers from supplier to buyer.
The retention of title terms also referred to as the Romalpa clause, which is related to a legal case from 1976 between Aluminum industries Vaassen BV and Romalpa Aluminum LTD
NEW QUESTION # 128
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